Jay Sachetti joined Jeff O’Brien, partner at Husch Blackwell and Dyanne Ross-Hanson, president of Exit Planning Strategies talked about the market for mergers and acquisitions, exit planning opportunities for companies that don’t end up for sale and how companies can maximize their eventual sale price during an early October panel at the first Upsize on Tap event at Summit Brewing Co. in St. Paul.
When the state Legislature passed a law requiring employers to provide paid leave and safe time for employees, Justin Bieganek started hearing differing details from friends, colleagues and peers.
There are numerous ways to cost-effectively develop an environment in which employees adopt their company’s goals and work at their full potential to meet them.
Corporate Leadership Council research found that increased employee engagement leads to a 57 percent increase in discretionary effort, a 20 percent performance improvement, and a 42 percent increase in the financial performance of a company.
Engaged employees understand how their piece of the puzzle makes a difference and connects with other pieces throughout the company. As a result, they are far more likely to go the “extra mile” to contribute to their company’s success, rather than to just get by.
To illustrate the point, guess which one of three bricklayers-who all have the same task-is most likely to go that extra mile.
When asked, “What are you doing?” the first replies, “Isn’t it obvious? I’m putting one brick on top of the other.” The second answers, “I’m building a wall.” The third says, “I’m creating a courthouse where people’s voices will be heard.”
How can you create an environment in which your employees build a courthouse by working to their full potential?
First impressions are important in establishing long-lasting perceptions, so engage prospective employees from the first contact. What is your process for receiving and responding to solicited and unsolicited job inquiries and resumes?
If you think replying to an unsolicited job inquiry may be a waste, consider that while you may not be looking for talent today, it will help you build bench strength to fill gaps as employees leave or new positions are created. If the inquirer does not fit your needs, a polite communication only enhances the company’s image.
Then there are companies with a reputation for leaving candidates in limbo after interviews. They don’t stay in touch. This lack of connection not only undermines engagement, but also impairs recruitment. Why would a high-potential candidate choose to work for a company that doesn’t value communication or demonstrate common courtesy?
There typically are a couple of weeks between when a new employee signs an acceptance offer and the first day on the job. It’s a perfect time to welcome the new employees and make them feel part of your team. This could be an invitation from a manager for lunch on their first day. Imagine how special they would feel and how it might even calm those first-day butterflies.
Send necessary paperwork to the employee in advance. This prevents paperwork from getting in the way of meeting and engaging with people throughout the organization on the first day of work.
It’s all about integrating new employees in their workplace so they reach independent productivity more quickly and more efficiently. Think in terms of increasing the new employees’ connections and help them to see the bigger picture.
Spending time with colleagues at all levels across the company helps them understand how important their work is and where they fit in.
How about a memo introducing the new employee and inviting recipients to a mid-morning, mid-afternoon or end-of-the-day break or tour for meeting new colleagues? This confirms that relationships are important in this workplace.
Put together a team of voluntary ambassadors who are the most outgoing group on your staff. Their tasks could include giving tours of the office space and familiarizing new team members with the surrounding community and its available services.
Start building pride in the employee’s new organization with something practical-a business-card holder, portfolio or something more creative. Pairing the employee’s name/initials on the outside with your company logo welcomes the employee on board and says we value your contributions.
Recognition can be formal or informal. Formal recognition entails structuring a program with a defined process and criteria that are aligned with company values, goals and objectives. Informal recognition focuses on individuals or teams making progress toward a milestone, achieving a goal or completing a project.
Recognition doesn’t have to be lavish. It can be a simple, inexpensive yet meaningful celebration or memento accompanied by kind words in a handwritten note. A personal e-mail and a public, congratulatory handshake is also effective. Variety is important to keep recognition fresh.
It also is critical to be specific. For example, if an employee put in extra hours to pull together month-end numbers, the message might be: “Pulling the month-end numbers together let me focus on an urgent matter. I couldn’t have done it without you.” The employee understands how their work made a difference.
Keep a list of “hot zones” in your area of responsibility and review it weekly. Isn’t it worth a few minutes to jot a note recognizing extraordinary work? Set a personal goal of how many acknowledgements you want to write each week to help you stay the course. Keep in mind there’s a delicate balance. Too many dilutes the impact.
Recognition counts-from frontline employees to senior managers. One of my clients established a quarterly traveling award called “U Rock,” which is presented to a manager who is peers for extraordinary contributions. A large rock displaying the company logo is of no monetary value. It has, however, spurred a great deal of friendly internal competition.
Determine which “wins” to celebrate. A celebration can be about any conceivable event. I’ve seen barbecues, bowling, foosball tournaments and more. The event should be meaningful and affordable, so consider your employee population.
Engagement is a simple concept, but can be difficult to execute. A devoted workforce takes time and patience to build. Without regular nurturing, engagement can fade surprisingly quickly. Ask yourself what might happen if your employees felt as valued as your best customers.
